About this Presentation
The presentation describes the use of the thinking processes (TP) to recreate trust and mutual commitment; the processes and projects management model; and experience-based versus TOC-based decision making in a family-owned bottler in Brazil. The bottler had a severe cash shortage problem. The strategic direction was provided by Dettmer’s strategic navigation model. The use of the TP of the strategy and tactics tree, the current reality tree, the future reality tree, prerequisite tree, etc. is described. The evaporating cloud was used extensively to understand the chronic conflict of the franchisor and the bottling company. Assumptions and injections were provided and supporting injections surfaced. Throughput accounting and sales and marketing solutions were implemented.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
This case hints that the breakthrough was not just operational — it was relational. The session explores how TOC Thinking Processes were used to rebuild trust and mutual commitment inside a family-owned bottler facing severe pressure.
A major intrigue is the tension between experience-based decisions and TOC-based decisions. The presentation suggests that some of the company’s most important moves came from challenging familiar instincts with more disciplined systemic thinking.
The session appears to go beyond one tool or one fix. It brings together strategic navigation, clouds, reality trees, and supporting injections, pointing to a deeper transformation than a simple operations improvement project. 4.What makes this especially compelling is the setting: a soft drink bottler with a severe cash shortage, where simplicity was not about doing less, but about finding the few changes that could unlock recovery and growth.
Instructor(s)
Bill Taylor
Born and raised in Argentina, Bill holds a degree in Chemical Engineering from the Universidad de Buenos Aires and an MBA from Florida International University in the United States. With over 30 years of experience at The Coca-Cola Company, Bill advanced from flavor chemist to CEO of Coca-Cola's $1 billion bottling company in Curitiba, Brazil. Throughout this journey, he managed operations and projects across 30 countries, gaining deep expertise in global business management and supply chain optimization.
In 2002, Bill founded a consulting firm specializing in business strategy and change management, leveraging Eli Goldratt’s Theory of Constraints (TOC). The firm has advised organizations in diverse industries including healthcare, logistics, retail, and energy. Currentlybased in Atlanta, Bill continues to apply TOC methodologies through consulting and coaching.